精彩回顾：2026 NACSHR北美华人人力资源年度论坛硅谷举行：AI重构工作与组织，判断力成为新的稀缺能力
硅谷，2026年9月26日——2026 NACSHR 北美华人人力资源年度论坛（2026 NACSHR Annual Conference）在硅谷举行。50余位来自硅谷、多伦多、芝加哥、休斯顿、洛杉矶及美国东部等地的企业 HR 负责人、企业管理者、科技从业者和专业服务领域专家齐聚现场，围绕 AI 时代的组织转型、工作方式与人才画像、HRBP 角色变化、全球化与跨文化管理、北美华人 HR 职业发展、移民政策、员工福利与企业风险等议题展开了一整天的交流与讨论。论坛得到了赞助合作伙伴 BIPO 与 Ji Mobility Law 的支持，为北美华人 HR 的专业交流、行业连接与知识分享提供了重要助力。
如果用一句话总结本届论坛，其核心可以归纳为：
AI 超速发展的时代，真正发生的并不只是工具和技能的升级，而是在重新定义工作、岗位、组织、人机分工、HRBP 角色、人才标准、全球化管理与激励机制；当越来越多执行交给 AI，人最稀缺、也最有价值的能力，正在变成判断力。
这也构成了贯穿全天讨论的两个关键词：重构（Redesign）与判断力（Human Judgment）。
从HR Tech升级走向工作与组织的重构
论坛首先从更长的产业周期审视 AI 正在给 HR 和组织带来的变化。
长期在HR科技领域的观察者Gawain 以《十年全球 HR 科技趋势与 AI 时代的人力资源挑战》为主题，从过去十余年的 HR Tech 产业数据、融资并购及技术演进出发提出，过去的软件主要帮助 HR 将招聘、绩效、薪酬等流程数字化，而生成式 AI 与 Agent 已开始直接参与甚至执行工作任务。
这意味着，企业接下来面对的问题不再只是“如何使用 AI”，而是需要重新回答：什么工作应该继续由人完成，哪些任务可以交给 AI，哪些判断必须由人承担。他同时指出，当前 AI 对个人能力与工作效率的提升已经十分明显，但如何利用 AI 改善组织、重构工作与流程，仍是全球企业共同探索的核心难题。AI 的演进速度正在进一步加快：从微软一直推动的Co-pilot副驾驶目前已经变成了Auto-pilot自动驾驶，AI从辅助到给结果，也是这180天的事。这一变化也意味着，HR 需要把关注点从个人 AI 技能进一步延伸到工作与组织的重新设计。引发HR同仁的深度思考。
2026 NACSHR Conference Chair Bijun Zhang 随后以《When Code Gets Cheap, the Org Chart Breaks》为主题，以 Anthropic 为案例讨论 AI-native 企业如何重新设计劳动分工，并进一步将这一变化延伸到 HR Function。她提出，当 AI 大幅降低代码、内容和执行工作的生产成本后，组织真正的瓶颈正在从“把事情做出来”转向 Judgment——包括验证、审查、取舍、品位、安全与责任判断。新的 Human + AI 分工逻辑因此可以概括为：Humans hold judgment, AI holds throughput。
这种变化并不会停留在技术团队。Bijun 进一步提出，随着大量 transactional HR work 被自动化或增强，HR 的时间将更多从事务交付转向 strategic judgment，传统由 COE、HRBP 和 Shared Services 构成的 Three-Pillar Model 也可能被重新设计。未来 HR 可能进一步走向以统一 People Data 与 AI Platform 为底座、以不同 Product Pods 和 Flow-to-Work Teams 为组织方式的新模式，并形成 People Strategist、People Scientist 和 People Technologist 等新的角色分工。CHRO 的角色也可能进一步演变为 Enterprise Workforce Architect，负责设计 Human + AI 如何共同组成企业未来的 workforce。
这也为全天讨论奠定了一个重要命题：AI 越能执行，人越需要判断；真正需要改变的，不只是工具，而是工作与组织本身。
全球化竞争加速，技术平台与本地能力缺一不可
来自 BIPO 的 North America Account Director、Canada Country Manager David Tan 以 “From Local to Global: How BIPO's AI Powers North American Companies Abroad” 为主题，讨论企业进入全球市场过程中面临的人才、Payroll、合规与本地化挑战。
作为本届论坛的赞助合作伙伴，BIPO 在分享中指出，市场增长压力、全球人才竞争、客户本地化需求以及更快的竞争周期，正在推动企业加速全球扩张。与此同时，Worker Classification、Payroll、税务、福利、劳动法规以及文化差异，也让全球 HR 管理的复杂度快速上升。
David Tan 提出，将统一的技术平台、AI 能力和本地专业团队结合起来，可以帮助企业降低进入不同国家和地区时的运营与合规复杂度。
这也反映出一个更广泛的变化：对于全球 HR 而言，AI 不仅是效率工具，也正在逐步成为跨国家、跨系统和跨规则环境下的组织基础设施。
AI时代的组织转型：判断力、人性与激励重新成为核心
上午的「AI时代组织转型」圆桌由来自 Meta AI Labs 的 HRBP Tina 主持，前 Paraform VP of Engineering、前 TikTok 产品与工程负责人陈扬，NextCurve Intelligence 创始合伙人春夏，以及来自 Fireworks 的 Member of Technical Staff 乔健参与讨论。
三位嘉宾开场分别用 Reset、Reboot 和“人性与激励” 概括自己对 AI 时代的理解。这三个关键词也几乎定下了整场讨论的基调：AI 带来的变化并不只是技术变化，最终仍然要回到人的能力、组织结构和激励机制。
陈扬提出，AI 正在明显压缩 develop 的时间，而 design、QA 和判断所占的比重反而在上升。未来人才之间真正拉开差距的，可能不再只是执行速度，而是能否独立思考、做出判断，以及是否具备对结果质量的 “taste”。
由此形成了现场极具代表性的一个观点：
Judgment is the new output——判断力正在成为新的生产力。
圆桌进一步讨论到，未来三年值得持续投资的能力，不只是某一项 AI 技能，而是判断力，以及跨越传统职业边界解决问题的勇气。当岗位边界逐渐松动，未来的人才越来越可能围绕问题工作，而不是严格围绕 Job Description 工作。
乔健则提出，面对 AI 焦虑，与其持续讨论“AI 会不会取代自己”，不如把问题具体化，从一项真实工作开始使用 AI。
与此同时，他也提醒，AI 的 productivity 可以快速提升，但人的认知能力、注意力和心理承载能力并不会同步增长。Mental Health、Human Touch、意义感和组织节奏，可能因此从传统员工体验议题进一步上升为 AI 时代的重要组织议题。
春夏则从组织跃迁与激励机制出发提出，一个组织真正实现变化，仍然离不开三个基础条件：一号位的认知、工作流的沉淀，以及符合人性的激励机制。
随着 Agent 进入工作场景，下一代组织可能逐步从单纯的“人管理人”转变为 Humans + Agents 的混合组织。人和 Agent 如何分工、Agent 如何评价、设计和管理 Agent 的人如何被考核，都将成为新的组织设计与激励问题。
从年度续保走向持续福利与风险管理
企业成本和风险管理同样是本届论坛的重要议题。
来自 NACSHR 的 California Licensed Insurance Broker Annie Huang 以《2027美国企业保险新周期：从员工健康福利到企业风险保障，HR该如何提前布局？》为主题，分享美国员工福利与企业保险市场正在发生的变化。
分享指出，随着医疗成本持续上涨，中小企业的员工福利管理已经不能停留在临近 Renewal 时“最后几周比价格”的传统方式，而需要提前90至120天开始更新员工参保数据、比较保险市场、规划企业补贴机制，并提前进行员工沟通。
讨论还从 Medical Benefits 延伸到 Workers’ Compensation、EPLI、Cyber Insurance、E&O、General Liability 等企业风险场景。对于 HR 而言，员工福利、用工风险和企业保险正在变得更加紧密，福利管理也正在从一次年度采购逐渐转向持续规划与管理。
美国移民政策频变，HR需要学会管理不确定性
来自 Ji Mobility Law 的合伙人律师 Jacky（Jiaqi）Ji 以《移民政策频变，HR如何调整预期》为主题，梳理了近期美国高技能人才和国际员工用工环境中的多项变化，包括 H-1B、F-1、CPT、OPT、PERM、H-4 EAD，以及企业裁员与 H-1B 审查之间可能产生的新关联。
Jacky 的分享特别强调了一点：在移民政策频繁变化的环境中，HR 首先需要区分已经生效的规则、受到法院限制的政策，以及仍在规则制定或诉讼过程中的变化，而不能把所有政策消息都当作已经落地的规定。
以备受关注的 H-1B 10万美元费用为例，白宫在2026年9月18日延长了相关 proclamation，但此前联邦地区法院已裁定该费用违法，第一巡回上诉法院在7月拒绝暂停该裁定，因此截至论坛举行时，收费要求仍受到法院裁决的限制，相关法律争议尚未结束。
Jacky 也谈到 F-1 Duration of Status（D/S）规则的变化。原计划于9月15日生效的新规在生效前一天被联邦法院暂缓实施，因此截至论坛当天仍未正式生效。
对于企业 HR 而言，更值得关注的是移民政策正在与 Workforce Planning 更紧密地交叉。9月18日发布的 H-1B Executive Order 明确要求相关政府部门在审查过程中考虑雇主过去一年是否进行过裁员，或是否计划裁减与 H-1B 岗位类似的美国员工。
这意味着，未来 HR、Hiring Manager 和移民律师之间的协作需要进一步前置。移民问题不能只在 Offer 发出或签证即将到期时处理，而需要更早进入 Headcount Planning、Layoff Planning、人才保留和岗位设计。
Jacky 还结合企业日常场景讨论了 H-1B 抽签政策如何向员工解释、CPT 用工如何评估、O-1 中的雇主责任与 Agent 模式，以及 L-1 是否能够在部分场景下成为 H-1B 之外的人才流动路径。
这一环节进一步说明，在政策高度不确定的环境中，HR 的专业价值并不是给员工一个看似确定的答案，而是理解规则所处的阶段，评估风险，并帮助企业和员工形成合理预期。
中美出海：本地HR正在从执行者转向战略桥梁
来自 Freewind Technology Corporation 的 VP of HR & Admin Alice Tian 以《中美出海，本土HR的挑战及跨文化管理》为主题，讨论全球化企业在北美经营过程中经常遇到的管理矛盾。
Alice Tian 指出，总部往往希望将国内已经验证过的管理经验复制到海外，但当地法律、劳动关系、薪酬福利体系、工作文化和员工期待可能完全不同。本地 HR 因此经常同时面对总部和当地员工两个方向的沟通压力。
她认为，Local HR 不应只是政策的 Enforcer，而需要成为企业内部的 Strategic Bridge 和 Cross-Cultural Interpreter。
面对总部，HR 要学会使用成本、风险、数据和业务语言解释本地现实，在提出“No”的同时提供可以落地的替代方案；面对本地员工，则需要通过透明沟通、清晰边界和对当地文化的尊重建立信任。
其分享进一步提出 Glocal（Globalization + Localization） 的管理思路：总部需要明确战略、合规和核心预算等“红线”，而更多日常管理与本地政策，则应给予当地团队足够的授权和调整空间。
AI时代工作方式和人才画像：人才标准也在被重新定义
下午的「AI时代工作方式和人才画像」圆桌，由来自 Luma Research Lab 的 HRBP & Recruiting Lead Linna Dai 主持。
参与讨论的嘉宾包括来自 Weee 的 HR Director Felicity Yang、来自 Zoom 的 Data Scientist Ying Lu（ex-Google），以及来自 Databricks 的 TPM Ethan Guo（曾任 GitLab Director of Infra TPM）。
圆桌围绕 AI 时代的工作方式、人才画像、岗位变化、人才标准、招聘与人才选拔，以及人与 AI 的协作模式展开。
随着信息搜索、内容生成、代码、分析和部分流程执行越来越容易被 AI 完成，企业的人才问题正在发生变化：过去更多是在判断“这个人是否具备某项技能”，未来则需要进一步判断“这个人是否能够定义问题、判断结果、快速学习，并有效利用 AI 完成工作”。
因此，AI 时代的人才标准正在更多地指向判断能力、学习速度、复杂问题解决能力、跨职能协作能力以及 Human + AI Collaboration。
传统以固定经验、技能清单和标准 JD 为中心的人才选拔方式，也需要重新被审视。
HRBP的第一次转型，是HRBP自己先改变
来自 ASML BL Apps Division 的 Head of Global HR Cynthia Gao 以《HRBP：从AI时代的解毒师到助产士》为主题，讨论 AI 时代 HRBP 角色的变化。
她提出，HRBP 的转型首先需要从 HRBP 自己开始。
过去的 HRBP 容易停留在观察问题、等待需求、依赖零散经验和维护既有流程，而新的工作方式应该利用 AI 扩大观察范围，将 surveys、cases、workflow、talent data 和 employee feedback 等信息转化为可以被验证和讨论的共同证据。
她将这一转型路径概括为：See Earlier. Solve Faster. Prove More Value.
即更早发现问题、更快推动解决，并真正用结果证明 HR 的业务价值。
Cynthia Gao 最后提出了一个具体的30天行动框架：Detox One Barrier. Illuminate One Roadblock. Deliver One Visible Impact.
AI 对 HRBP 最大的价值，不是简单增加一个新的工具，而是推动 HRBP 从被动接受问题，走向主动诊断问题、推动解决方案并证明业务影响。
北美华人HR的职业发展：从专业能力走向Leadership与影响力
年度压轴圆桌「北美华人HR的职业发展」，将论坛从 AI、组织和人才重新拉回到 HR 自身的职业成长。
现场圆桌由来自 Silergy 的 HR Director Mindy Gao 主持，Head of HR Jane Liang、来自 Avia Games 的 Head of HR - US Tan Huangfu，以及 Alice Tian 和 Cynthia Gao 共同参与讨论。
嘉宾围绕北美华人 HR 的职业成长、Leadership、职业突破、影响力建设、跨文化管理和未来发展机会展开交流。
对于北美华人 HR 而言，专业知识仍然是职业发展的基础，但当职业进入更高阶段，真正决定能否进一步突破的，往往是能否理解 Business、能否在跨文化环境中建立信任、是否敢于表达专业判断，以及能否从“完成自己的工作”进一步走向“影响组织做出更好的决定”。
AI 的发展反而让这些能力更加突出。当越来越多执行性工作被技术加速以后，Leadership、影响力、沟通、判断力和跨文化理解的重要性不会下降，而会进一步上升。
最后一位嘉宾，是AI
论坛最后设置了一个特别环节——“今天最后一位嘉宾，是AI”。
不同于传统论坛以主持人总结结束，NACSHR 邀请 AI 作为当天最后一位“嘉宾”参与实时对话。AI 基于当天嘉宾分享的 PPT、现场议题以及 HR Tech、组织和人才管理等专业背景，回应主持人的现场提问，并对全天讨论进行总结。
在最后的交流中，一个贯穿全天的关键词再次被提及：
Judgment。
因为当越来越多的信息搜集、内容生成和执行性工作可以由 AI 完成以后，真正决定最终结果质量的，是人能否提出正确的问题、辨别答案、理解复杂情境，并对最终决策承担责任。
从重构到判断力：2026 NACSHR年度论坛留下的核心命题
回看全天，从 HR Tech、AI-native Organization、Human + AI Workforce，到全球化、本地 HR、人才画像、HRBP、职业发展、移民政策和员工福利，不同议题最终都指向了同一个变化：
AI 正在从“一个新的工作工具”，进入工作和组织的底层结构。
未来 HR 面对的问题，也不再只是应该购买什么软件、员工应该学习什么 AI 技能，而是需要进一步回答：什么工作仍然应该由人完成，什么任务应该交给 AI，人与 AI 如何分工，什么样的人应该被招聘和晋升，组织应该如何重新定义绩效、激励和责任。
在这一轮重构中，当执行越来越容易被复制和扩展，Human Judgment——人的判断力——正在成为更加稀缺的能力。
因此，如果要用两个词概括 2026 NACSHR 北美华人人力资源年度论坛，就是：
重构（Redesign） × 判断力（Human Judgment）。
如果用一句话总结：
AI 超速发展的时代，真正发生的并不只是工具和技能的升级，而是在重新定义工作、岗位、组织、人机分工、HRBP 角色、人才标准、全球化管理与激励机制；当越来越多执行交给 AI，人最稀缺、也最有价值的能力，正在变成判断力。
NACSHR 希望通过持续的专业论坛、线下交流和同行社群，让北美华人 HR 不仅看到变化，也能够在变化发生的过程中建立新的专业能力、判断力和同行连接。
Stay Together, Stay Powerful.
连接华人 HR，赋能华人职场。
NACSHR 特别感谢本届论坛赞助合作伙伴 BIPO 与 Ji Mobility Law 的支持，也感谢所有演讲嘉宾、圆桌嘉宾、合作伙伴、志愿者及参会者的共同参与。正是来自行业伙伴与 HR 社群的持续支持，让更多专业观点、真实经验与同行连接得以在线下发生。
下一站：2027年1月2日周六，NACSHR 洛杉矶新年论坛欢迎您
https://nacshr.org/Public/html/LA/2027.html
NACSHR 北美华人人力资源协会
Website：www.nacshr.org
Email：nacshr818@gmail.com
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Work Redesign
2026年09月28日
Work Redesign
IBM最新报告：AI真正重写的不是岗位，而是判断权！给北美华人HR的六个提醒IBM 最新发布的《2026 CHRO Study: Designing the Thinking Organization》，值得所有在北美工作的华人HR认真读一遍。这份报告调查了1,500名CHRO及负责 workforce strategy 的高级管理者，并覆盖8,800名全职员工。IBM提出的核心概念是“Thinking Organization”：真正领先的企业，不一定是使用AI最多的企业，而是能够重新设计人与AI如何共同判断、共同工作，并把AI释放出来的能力转化为增长的企业。
从NACSHR的视角来看，这份报告真正值得关注的，并不是再次告诉我们“AI很重要”，而是把问题推进到了组织设计层面：当AI开始承担越来越多分析、写作、推荐甚至决策工作之后，企业必须重新回答——什么必须由人负责？谁拥有最终判断权？人又如何在AI环境中继续成长？
一、未来最值钱的AI能力，不是会不会用，而是会不会判断
过去两年，不少企业的AI培训重点都集中在“怎么用”：怎么写Prompt、怎么提高效率、怎么让AI帮助生成内容。但IBM的研究显示，真正开始拉开差距的能力正在变成 judgment。57%的管理者认为 critical thinking 和 problem framing 是AI时代的重要能力；更值得注意的是，71%的管理者认为员工需要具备监督、验证或推翻AI输出的能力，但员工中只有38%认识到这一能力的重要性。
这背后是一个很现实的变化。过去，员工的价值主要来自“完成任务”；未来，越来越多岗位的价值会来自“判断AI完成的任务是否正确”。对于HR也是如此。AI可以筛选简历、生成JD、整理绩效反馈、分析员工数据，但最终谁来判断AI是否理解业务背景、是否遗漏特殊情况、是否产生不公平结果、什么时候必须人工介入？AI时代真正稀缺的，可能不是最会使用AI的人，而是最有能力对AI结果负责的人。
二、AI正在改变的，不只是岗位，而是岗位里的决策权
现在大量关于AI与就业的讨论仍然围绕“哪些岗位会被替代”，但IBM提供了一个更值得HR关注的视角。目前只有26%的企业能够清晰定义哪些工作属于 human-led、AI-assisted 或 AI-executed；与此同时，已经有29%的工作流开始引入AI agents，IBM预计到2028年这一比例将达到40%。
这意味着技术已经进入workflow，但组织设计并没有完全跟上。未来HR设计岗位时，不能只问“这个人负责什么”，还要进一步问：这个workflow中AI负责什么？人负责什么？哪些事情AI可以推荐但不能决定？谁可以override AI？如果AI出错，最后由谁承担责任？IBM发现，36%的管理者已经认为责任不清增加了AI部署难度，而43%的员工表示，当AI出问题时，最终责任往往会落到自己身上。
因此，AI时代HR需要参与的已经不仅是Job Description，而是Decision Architecture——重新设计工作的判断权、升级机制和责任边界。
三、比Skill Gap更危险的，可能是Skill Erosion
企业过去非常熟悉Skill Gap：未来需要什么技能，现在没有，就通过培训补上。因此，IBM发现已经有80%的企业建立了reskilling roadmap。但AI带来了另一类更隐蔽的风险：Skill Erosion，也就是技能退化。
60%的员工担心AI正在导致自己的技能退化，46%的管理者也把这个问题列为重要担忧。IBM甚至使用了“cognitive atrophy”，也就是“认知萎缩”这个词。如果AI每天替我们写第一版、做基础分析、定义问题、总结材料，长期下来，人可能不是“不会用AI”，而是逐渐失去了自己完成这些工作的能力。
这对L&D提出了一个全新的问题。过去我们问：“员工还需要学习什么？”未来还必须增加一个问题：“AI正在让员工停止练习什么？”企业需要主动识别哪些判断力、问题定义能力、客户理解和专业经验不能因为自动化而失去练习机会。
四、AI可能正在拿走年轻人才成为专家的练习场
IBM报告里还有一组数据特别值得北美HR关注。只有23%的企业正在增加entry-level hiring，其余77%持平或减少；在企业重点加强的人才群体中，experienced individual contributors占34%，first-line managers占27%，而early-career talent只有7%。
问题在于，很多现在看起来“低价值”的初级工作，过去本身就是人才成长的重要训练过程。整理资料、做基础分析、写初稿、处理简单客户问题，这些工作虽然最容易被AI自动化，却也是新人形成业务理解、判断力和专业经验的重要路径。
如果入门级工作减少，但企业没有同步设计新的学习路径，那么今天换来的效率，可能会变成明天的人才断层。未来企业必须更主动地设计apprenticeship、rotation、simulation、supervised decision-making，让新人即使不再重复大量基础任务，也仍然能够获得足够的真实判断经验。
五、AI并没有简单减少工作，它还创造了一层“看不见的工作”
AI经常被描述成减少工作量，但IBM的数据展示了另一面。80%的管理者认为，AI正在创造大量新的、没有被充分认可的工作，包括验证AI建议、纠正错误、补充背景信息以及处理异常情况；42%的员工则表示，AI增加了自己的工作量，或者新增工作没有获得认可。
这对Performance Management是一个很大的挑战。未来真正有价值的员工，可能不是“输出最多的人”，而是能够发现AI错误、处理复杂例外、保证最终结果质量的人。但如果绩效体系仍然只计算产出数量，这部分贡献就会变成新的Invisible Work。对HR来说，未来绩效管理必须从“做了多少”进一步转向“判断质量、结果质量和责任贡献”。
六、CHRO真正面临的，是一次角色升级
IBM报告里有一个数据值得所有HR Leader认真思考：46%的企业在制定AI Strategy时，没有CHRO参与。但AI影响的恰恰是岗位、技能、组织结构、员工体验、绩效、招聘和人才供应链。如果这些问题全部由CTO、CIO、COO先设计完成，再交给HR做培训和change management，那么HR在AI时代仍然只是支持部门。
更现实的是，IBM发现72%的企业在HR Function内部仍然有限使用或完全没有使用AI，真正达到AI-native at scale的HR只有6%。这也是为什么IBM提出，HR必须先把自己变成AI的“试验场”。招聘、学习、绩效、员工服务、workforce planning，都是HR可以先进行Human + AI redesign的领域。只有HR自己真正走过这条路，才有能力帮助整个企业重新设计工作。
对于北美华人HR来说，这其实也是一次重要的职业窗口。过去HR的专业壁垒主要来自劳动法规、招聘、薪酬福利、员工关系和组织发展，这些能力当然仍然重要，但AI正在增加另一层要求：理解业务、理解技术、理解workflow，并能够设计People + AI如何共同完成工作。
NACSHR认为，未来优秀的HR不会只是People Expert，也需要逐步成为Work Architect。AI时代真正需要HR回答的，不再只是“这个岗位还需不需要人”，而是哪些工作必须保留人的判断，哪些决策可以交给AI，员工如何安全地质疑AI，新人如何继续形成经验，以及AI释放出来的时间和能力最终被投入到哪里。
IBM把这样的企业称为“Thinking Organization”。而对于HR行业来说，这也可能成为下一阶段真正的分水岭：AI越强，HR越不能只管理人。HR必须开始设计“人如何与AI一起工作”。这不是一次工具升级，而是一次组织设计能力的升级。
来源说明
本文主要依据IBM Institute for Business Value发布的《2026 CHRO Study: Designing the Thinking Organization》。研究由IBM Institute for Business Value与Oxford Economics合作开展，调查1,500名CHRO及负责workforce strategy的高级管理者，并另行调查8,800名全职员工。
报告围绕Human + AI work accountability、Judgment in workflow processes、Work redesign、Workforce recomposition、Entry-level and career development strategy、Reskilling、Gains reinvestment、Psychological safety、Performance and growth management及Trustworthy AI in people decisions等十项能力展开。
本文涉及的Skill Erosion、Critical Thinking、Entry-level Hiring、Work Redesign、AI Agents、Invisible Work、CHRO参与AI战略及HR内部AI应用等数据，均来自该报告相关章节。
9月26日，来硅谷继续讨论：AI时代，HR到底应该重新设计什么？
这些问题，也正是我们将在 9月26日北美华人人力资源年度论坛·硅谷 继续深入讨论的核心议题。NACSHR将邀请来自科技、半导体、AI及出海企业的HR负责人、业务管理者与资深专家，围绕 AI时代的组织转型、工作方式变化、人才画像、HRBP角色变化、跨文化管理以及人才选拔 展开现场交流。我们希望这不仅是一场“听趋势”的会议，而是一次北美华人HR之间真正关于现实工作的深度讨论：当AI开始进入workflow、改变岗位与决策权，HR应该如何参与工作重构？哪些能力必须留在人手里？新人如何继续成长？CHRO和HRBP又该如何找到新的位置？如果你也正在面对这些问题，欢迎9月26日来硅谷和我们一起讨论、连接同行、交换实践。期待在现场见到你。
报名链接：https://nacshr.org/Survey/EB107E0C-A678-9D12-06C3-2B5D860689B7
Work Redesign
2026年09月22日
Work Redesign
12 Opportunities for HR in 2026: Building Organisations That Thrive in the Agentic AgeThe best way to predict the future is to create it (Peter Drucker).
If 2024 and 2025 were years of experimentation with generative and agentic AI, 2026 is the year organisations must scale. CEOs now expect measurable productivity improvements, while CFOs demand disciplined value creation. Yet many organisations remain stuck in pilot mode - not because the technology is immature, but because their operating models, skills and structures cannot absorb AI at scale.
Two-thirds of CEOs say their competitive differentiation depends on having the right expertise in the right roles, supported by reskilling, selective hiring, AI agents and strategic partnerships - the “build, buy, bot, borrow” model. Workforce strategy has become a CEO-level concern.
Introduction: HR’s R&D Moment
In the AI future, HR becomes your R&D department (Ethan Mollick)
For HR, the implications are profound. As Ethan Mollick notes, “In the AI future, HR becomes your R&D department”. HR now sits at the intersection of work redesign, skills strategy, leadership capability, organisational health and AI governance. The choices HR makes in 2026 will determine whether organisations unlock agentic productivity - or continue to experiment with little or no impact.
During the 10+ years I’ve been publishing this annual look at the year ahead, it has evolved from predictions to opportunities, because the forces shaping work now unfold over multiple years – and as Niels Bohr wryly observed:
“Prediction is very difficult, especially if it's about the future!” (Niels Bohr)
As ever, the 2026 opportunities are informed by Insight222 research, conversations with CHROs and people analytics leaders, Digital HR Leaders podcast interviews, and extensive academic and market analysis.
What follows are 10 opportunities for HR to lead with clarity, evidence, purpose and humanity in the agentic age. As in past years, I will again crowdsource two additional opportunities from readers, so please add your ideas in the comments below. An extensive list of references and further reading are also provided at the end of the article.
"When HR is fully engaged, AI adoption accelerates" (Bain, You Can't Spell AI without HR)
THE 12 OPPORTUNITIES FOR HR IN 2026
FIG 1: 12 Opportunities for HR in 2026 - as envisaged by NotebookLM (Source: David Green)
#1. Redesign Work for a Human-AI Operating System
“Agentic AI is already changing the nature of tasks, workflows, and roles — and organisations must redesign work to fully capture the benefits.” (McKinsey, The State of AI in 2025)
Organisations are beginning to move beyond experimentation and rethinking how work is structured. HR should now take the lead in designing the operating system that orchestrates humans and AI agents: clarifying tasks, workflows, decision rights, escalation points and where humans add unique value.
The question is no longer “What can we automate?” but “What is the optimal blend of humans and agents to deliver what we need?” That means starting from outcomes, decomposing work into tasks, and then deciding which should be human-led, AI-augmented or agent-delivered.
A coherent operating system requires clear governance: transparency, ethical boundaries, decision thresholds, and norms for human oversight. With CEOs pushing for productivity and CFOs demanding cost discipline, HR has the opportunity to become the architect of safe, scalable, value-creating AI-enabled work. Organisations that get this right will accelerate productivity, decision quality and speed of execution; those that don’t risk remaining confined to pilot purgatory.
“The future of work will be shaped not by replacing humans, but by redesigning systems to optimise the partnership between people and technology.” (Oliver Wyman Forum, How Generative AI is Changing the Future of Work)
"When you redesign work around human strengths, AI becomes a multiplier, not a threat. The shift is from doing tasks to orchestrating outcomes." (Loren Shuster, Digital HR Leaders podcast episode)
FIG 2: Human Agency Scale (Source: Stanford)
#2. Elevate Strategic Workforce Planning into a Core Enterprise Discipline
“Strategic workforce planning is now a CEO-level priority.” (McKinsey, Workforce Planning in the Age of AI)
Strategic workforce planning (SWP) has been elevated from an HR process to a C-suite priority. CEOs now see talent, skills, automation and cost decisions as central to enterprise performance. Consequently, HR must transform SWP into a dynamic system connecting strategy, skills, cost and organisational design. This involves scenario modelling, internal mobility mapping, talent flow analysis and productivity forecasting- not traditional headcount planning.
The “build, buy, bot, borrow” portfolio CEOs expect HR to manage demands continuous decision-making, not annual cycles. In an agentic environment, demand for skills shifts constantly, and SWP becomes the mechanism that helps leaders decide: When to reskill. When to hire. When to deploy agents. When to partner
Done well, SWP becomes one of the CEO’s sharpest tools for competitiveness, enabling faster reallocation of talent, clearer trade-offs and more confident long-term investment.
"The companies that get ahead build workforce planning into the business rhythm, not as an annual HR exercise but as a strategic capability." (Diane Gherson, Digital HR Leaders Podcast episode)
FIG 3: Five shifts for the future of workforce planning (Source: Deloitte)
3. Build a Dynamic Skills and Capability Ecosystem
“Skills have become the currency of work — and organisations must create systems where people can move fluidly to opportunities.” (World Economic Forum, Global Skills Taxonomy Toolkit)
Static job architectures cannot keep up with the speed of work. HR must build a dynamic skills ecosystem that continuously identifies, updates and deploys skills. AI-driven inference can surface emerging capabilities in real time, replacing outdated self-reporting and static competency models.
This ecosystem supports transparent internal mobility, talent marketplaces, AI-enabled learning and capability building aligned to business priorities, not generic training. Employability shifts toward adaptability, breadth, and the ability to collaborate effectively with AI.
Skills ecosystems reduce external hiring, increase internal mobility and enable transformation at scale. In 2026, skills can become the operating layer of the enterprise, connecting strategy, workforce decisions and learning in one adaptive system.
“High-performing companies are shifting from jobs to skills, and from hierarchy to capability ecosystems that evolve as fast as the business.” (BCG, AI at Work 2025)
"The real reason to become a skills-based organisation is business agility. As strategy shifts and technology evolves, you have to continually understand who you have relative to the work that needs to get done." (Sandra Loughlin, Digital HR Leaders Podcast episode)
FIG 4: Core skills in 2030 (Source: World Economic Forum)
4. Reshape Leadership for the Agentic Age
“As AI changes how work happens, leadership must evolve.” (BCG, As AI Changes Work, CEOs Must Change How Work Happens)
Leadership models built for supervision, expertise and control are no longer fit for a world where agentic AI executes tasks, synthesises information and accelerates decision cycles. In the agentic age, the leader’s job shifts from managing work to orchestrating systems - framing problems, setting direction, governing risk and enabling people and agents to operate together productively.
The research appears to be unequivocal: organisations will only capture the value of AI if leaders develop new muscles- judgement, systems thinking, ethical reasoning, rapid learning, transparency and the ability to steward change at speed. Leaders must become designers of workflows, not reviewers of work; enablers of experimentation, not gatekeepers; role models for adaptability, not certainty.
Psychological safety becomes even more important. As Amy Edmondson notes, people need to feel safe challenging both leaders and AI outputs. Leaders who create clarity, connection and trust see far higher adoption of agentic tools. Insight222 research highlights that the most effective leaders use data and evidence to guide decisions, while staying deeply human in how they communicate and build culture.
Perhaps most importantly, leaders must unlearn. As Katarina Berg puts it, almost everything about how we lead “is being rewritten” - and clinging to legacy behaviours slows the organisation.
The leaders who thrive will be those who embrace humility, curiosity and the mindset of a system architect - guiding people and AI to create outcomes neither could achieve alone.
"Psychological safety extends to AI. People must feel safe to question outputs and raise concerns." (Amy Edmondson, Digital HR Leaders podcast episode)
“Leaders have to get comfortable unlearning…we can’t cling to practices that no longer help people thrive.” (Katarina Berg, Digital HR Leaders podcast episode)
5. Strengthen Organisational Health, Fairness & Inclusion to Unlock Sustainable Performance
“Improving worker wellbeing is a powerful mechanism to raise productivity — potentially by 10–15%.” (McKinsey Health Institute and World Economic Forum, Thriving workplaces: How employers can improve productivity and change lives)
Organisational health, fairness and inclusion are now fundamental economic multipliers. Organisations that prioritise wellbeing consistently outperform peers on innovation, retention, productivity and financial performance.
In the agentic age, these issues become even more central. Poorly implemented AI can increase cognitive load, reduce autonomy and introduce new fairness risks - from biased models to opaque decisioning. HR must embed fairness, safety and inclusion into workflows, hiring systems, performance management and career pathways. Work should be redesigned to reduce friction, protect autonomy and ensure equitable access to opportunity and skills.
Healthy organisations transform faster, retain scarce skills and build the trust required for AI adoption. “Make work better” shouldn’t just be a slogan (as well as the name of a rather excellent blog by Bruce Daisley); it should be a mandatory requirement for sustainable performance.
"Firms that prioritise wellbeing outperform the stock market… delivering higher shareholder returns.” (De Neve et al, Workplace Wellbeing and Firm Performance)
"Fairness matters more than ever. AI raises the stakes, so leaders must communicate clearly and build cultures of accountability." (Patricia Frost, Digital HR Leaders podcast episode)
FIG 5: The relationship between employee wellbeing and firm financial performance (Source: McKinsey, World Economic Forum, De Neve et al)
6. Reimagine Employee Experience for a Hybrid, AI-Augmented Workforce
“Employee experience is now the chief predictor of retention, productivity, and resilience.” (Deloitte, Global Human Capital Trends 2025)
Employee experience (EX) must now be designed as a system, not a collection of disconnected initiatives. Continuous listening, behavioural insights and real-time feedback loops replace annual surveys as the core instrumentation of EX.
AI is reshaping how people collaborate, solve problems and access support - from copilots in productivity tools to agents embedded in HR services. HR’s task is to ensure these tools remove friction, strengthen connection and enhance, rather than erode, meaning and craftsmanship.
Culture is experienced in small moments: team rituals, collaboration norms, clarity of roles, responsiveness of systems. Organisations that redesign EX holistically - across workflows, leadership behaviours, workplace design, technology and hybrid rhythms - should unlock higher levels of resilience, engagement and performance.
In 2026, EX should evolve to become the way strategy is felt by employees day-to-day, not a separate programme.
"Hybrid work isn’t a policy — it’s an ecosystem. You have to design experiences intentionally, otherwise you get the worst of both worlds." (Michael Fraccaro, Digital HR Leaders podcast episode)
Join me for a webinar on January 15 as we unveil the key findings from the Insight222 People Analytics Trends
Register to join Madhura Chakrabarti, PhD, Jonathan Ferrar and me for an exclusive webinar on January 15 as we unveil the findings of the sixth annual Insight222 People Analytics and AI Trends study. Based on data from 370+ companies across the globe. Sign-up here.
7. Scale People Analytics as a Strategic Intelligence Function
“People analytics must evolve from answering HR questions to shaping enterprise decisions.” (Insight222, People Analytics Trends Report 2025–26)
People analytics is becoming the intelligence system that guides enterprise decision-making. With skills data, workflow telemetry, organisational network insights and AI-usage patterns, organisations can finally understand how work actually happens rather than how it appears in org charts or process maps. This shift - from descriptive reporting to real-time organisational sensing - is fundamental in the agentic age.
To scale effectively, people analytics requires firm foundations: automated data pipelines, integrated skills and work data, responsible governance and the capability to design and run experiments at pace. The aim is not to produce more dashboards (heaven forbid); it is to produce clarity. Which behaviours drive productivity? How is value created in teams? Where are critical skills emerging or eroding? What is the impact of AI agents on work quality, decision velocity and employee experience?
Done well, people analytics becomes a strategic advantage: a system that enables early detection of risk, faster reallocation of talent, and continuous improvement of workflows and leadership behaviours. In an agentic organisation, the winners will be those who learn faster, not merely those who measure faster.
“The link between people data and business performance becomes clear when you can show how engagement and capability lift profitability.” (Sharon Taylor, Digital HR Leaders podcast episode)
"The power of people analytics comes when insight ties directly to business outcomes — performance, customer experience, productivity." (Dawn Klinghoffer, Digital HR Leaders podcast episode)
FIG 6: Insight222 Leading Companies in People Analytics Model (Source: Insight222)
8. Embed Responsible AI & Workforce Governance
“AI cannot scale without trust.” (Gartner, AI in HR: Hits, Misses and Growing Pains)
Trustworthy AI is now a business imperative. As organisations deploy agentic systems across workflows, HR must lead the creation of governance frameworks that ensure fairness, explainability and ethical use of both employee and organisational data. This means setting clear decision boundaries, defining human-in-the-loop oversight, stress-testing models for bias, and establishing transparent communication so employees understand how AI affects opportunities, assessments and career paths.
Effective governance also requires continuous monitoring of outcomes, not just initial risk assessments. Research shows that poorly governed AI erodes trust, increases cognitive load and amplifies inequity - while well-designed systems enhance autonomy, safety and performance at scale.
Governance is not a brake on innovation; it is the guardrail that enables safe acceleration. Organisations with explicit principles, documented guardrails and credible oversight adopt AI faster and with greater employee support. Responsible AI is no longer a peripheral concern - it is a core component of the modern social contract between employer and employee.
“Responsible AI must be embedded from the start, not retrofitted once problems occur.” (TI People, From AI Impact Assessment to Results)
"AI amplifies both good and bad decisions. Governance is not optional — it’s the difference between progress and harm" (Tomas Chamorro-Premuzic, Digital HR Leaders podcast episode)
9. Elevate the CHRO as Enterprise Co-Pilot in Organisational Reinvention
“The CHRO is now the CEO’s most important partner in navigating the AI transition.” (BCG, What CEOs Should Look For in an AI-First Chief People Officer)
With work, skills, leadership and operating models being redesigned simultaneously, the CHRO has become the CEO’s closest strategic partner. Boards increasingly rely on CHROs to assess leadership capability, organisational health, skills readiness, talent allocation and the workforce implications of AI-driven change.
The modern CHRO blends economics, organisational psychology, AI literacy, systems thinking, culture expertise and data fluency. They shape decisions on business model reinvention, automation strategy, productivity, leadership appointments, capability building and culture renewal.
This is a profound expansion of scope. CHROs who embrace this mandate will become architects of reinvention, not custodians of HR processes. The role is more complex, more consequential and more central to enterprise performance than at any point in the last 50 years – perhaps ever.
“The CHRO has moved from people expert to organisational architect — shaping how work evolves with technology.” (Lynda Gratton, Digital HR Leaders podcast episode)
"CHROs have a unique vantage point: they understand capability, culture and change. That combination is what drives transformation." (Janine Vos, Digital HR Leaders podcast episode)
10. Reinvent the HR Operating Model and HR Capabilities for the Agentic Era
“Traditional structures will not deliver the speed or integration now required.” (Mercer, Operating by Design: Mercer’s new outcome-driven operating model for HR and technology)
HR cannot deliver any of the nine opportunities presented in this article without reinventing itself. Traditional COEs and service-delivery models were designed for times of stability - not today’s world of continuous workflow redesign, dynamic skills needs and pervasive AI.
A modern HR operating model requires:
Cross-functional integration rather than siloed COEs
AI-enabled workflows that automate transactional work
Real-time intelligence from people analytics and skills data
Clear decision rights and owner–accountability for outcomes
HRBPs fluent in AI, economics, data and organisational diagnosis
HR teams need new foundational capabilities: systems thinking, experience design, product mindset, experimentation, behavioural science, data literacy and technical fluency.
Only by reinventing itself can HR enable reinvention everywhere else.
“The HR function of the future blends analytics, experimentation, organisational design and technology fluency. These are no longer optional skills—they are foundational.” (Insight222, People Analytics Trends Report 2025–2026)
“HR leaders need to think of themselves as product managers, where employment is the product. That mindset changes everything — from how we design experiences to how we drive adoption and co-create solutions with our stakeholders." (Tanuj Kapilashrami, Digital HR Leaders podcast episode)
FIG 7: The New HR Operating Model (Source: TI People)
WHAT HR MUST BECOME TO DELIVER THESE OPPORTUNITIES
To realise these ten opportunities, HR must evolve into a more integrated, insight-driven and future-defining organisational function. That transformation requires three essential shifts.
Operate as an integrated enterprise system.
Redesigning work, skills, leadership and employee experience cannot be achieved by isolated teams. Talent, learning, EX, people analytics and HR operations must function as an interconnected platform with shared outcomes, shared intelligence and shared accountability. The problems we are solving - skills scarcity, organisational redesign, leadership transformation and AI integration - are all system problems, and so therefore require system responses.
Become AI-fluent and evidence-led.
HR professionals do not need to become data scientists or engineers, but they must understand AI’s capabilities, risks and organisational implications. AI literacy, data fluency and scientific thinking are now foundational capabilities for those aspiring to successful careers in HR. As work becomes more agentic, judgement improves when paired with evidence - and HR must champion this partnership across the organisation, from frontline decisions to board-level discussions.
“If HR doesn’t understand how AI works, we can’t shape how work gets redesigned. Data and AI literacy isn’t optional anymore — it’s the entry ticket.” (Nickle LaMoreaux, Digital HR Leaders podcast episode)
Build a new capability portfolio.
The future HR function blends organisational psychology, behavioural science, systems thinking, experience design, experimentation, governance, talent economics and transformation leadership. These capabilities enable HR to redesign workflows, govern AI ethically, accelerate skill building and orchestrate complex, multi-year change.
In short, HR must become the function that designs, enables and accelerates organisational reinvention - not merely responds to it.
“The best HR teams are running experiments constantly. It’s not about having all the answers — it’s about learning faster than the organisation around you.” (Thomas Otter, Digital HR Leaders podcast episode)
CONCLUSION: HR'S MOMENT OF MAXIMUM INFLUENCE
2026 is a defining year. Organisations are no longer debating whether AI will reshape work - they are debating how fast, how safely and how humanely. That places HR at the centre of enterprise strategy in a way we have not seen in decades.
These opportunities are not tasks - they are capabilities to build. They demand a more integrated, experimental, analytical and courageous HR function. Some will challenge long-held assumptions. Most will stretch HR beyond its comfort zone.
But the prize is meaningful. Organisations that combine agentic technology with human judgement and care will outperform those relying on technology alone. HR—with its unique position at the intersection of people, work and strategy—holds the key for how organisations adapt, thrive and unlock value in the agentic age.
This is HR’s moment of maximum influence.
The question is not whether HR is ready — but whether we will seize the opportunity...
CROWDSOURCING: HELP SHAPE THE FINAL TWO OPPORTUNITIES
Each year, the best ideas come from this community. The challenges and innovations transforming HR rarely originate from a single company - they emerge from the everyday work of practitioners across industries.
So, once again, I’m opening up the final two opportunities to you.
If you were to add one opportunity HR must focus on in 2026, what would it be—and why?
It could be something emerging in your organisation, a challenge I have under-discussed in the first ten opportunities, or a shift you believe is coming faster than most expect.
Share your ideas in the comments. I’ll synthesise the strongest contributions into two additional opportunities - #11 and #12 - in an update of this article in the New Year.
Together, let’s shape the agenda for HR in 2026.
REFERENCES AND FURTHER READING
The following resources informed the 2026 opportunities and are all recommended reading (or listening!) for readers (Please note some resources informed more than one opportunity for in the interests of brevity have only been listed once):
Introduction: HR’s R&D Moment
PwC, 28th Annual Global CEO Survey (2025) | IBM Institute for Business Value, CEO Study: Five Mindshifts to Supercharge Business Growth (2025) | World Economic Forum (Attilio Di Battista, Sam Grayling, Ximena Játiva, Till Alexander Leopold, Ricky LI, Shuvasish Sharma, and Saadia Zahidi), Future of Jobs Report (2025) | Accenture (Karalee Close and Kestas Sereiva), Reinventing enterprise models in the age of generative AI (2025) | Ethan Mollick, One Useful Thing (Blog) | Jason Averbook, Now to Next (Blog) | Wharton and GBK Collective (Jeremy Korst, Stefano Puntoni and Prasanna Tambe), Accountable Acceleration: Gen AI Fast-Tracks Into the Enterprise (2025) | Bain (Vincent Greco, Ph.D and John Hazan), You Can't Spell AI without HR: The Surprising Secret to Scale (2025) | Peter Hinssen and David Green ?? - Uncertainty as an Opportunity: HR’s Role in Shaping the Future of Work (Digital HR Leaders podcast episode)
Opportunity 1 (Redesign Work for a Human–AI Operating System)
McKinsey Quantum Black (Alex Singla, Alexander Sukharevsky, Lareina Yee, Michael Chui, Bryce Hall and Tara Balakrishnan), The State of AI in 2025: Agents, Innovation and Transformation (2025) | Microsoft Work Trends, 2025: The Year the Frontier Firm is born (2025) | Kathleen Hogan - Becoming a Frontier Firm: Orchestrating Microsoft’s Next Transformation in the Age of AI | Deloitte (Kyle Forrest, Chetan Jain, Greg Vert, Franz Gilbert, Arthur Mazor, Simona Spelman, Bhawna Bist, Derek Polzien), HR Reimagined (2025) | McKinsey ( Alexander Sukharevsky, Alexis Krivkovich, Arne Gast, Arsen Storozhev, Dana Maor, Deepak Mahadevan, Lari Hamalainen, and Sandra Durth), The agentic organization: Contours of the next paradigm for the AI era (2025) | Oliver Wyman Forum (Ana Kreacic, Amy Lasater-Wille, Lucia Uribe, Ravin Jesuthasan, CFA, FRSA, John Romeo, and Simon Luong), How Generative AI Is Changing The Future Of Work (2025) | Ravin Jesuthasan, CFA, FRSA, Want AI-Driven Productivity? Redesign Work (2025) | McKinsey Global Institute (Lareina Yee, Anu Madgavkar, Sven Smit, Alexis Krivkovich, Michael Chui, María Jesús Ramírez Larraín and Diego A. Castresana Bao), Agents, robots, and us: Skill partnerships in the age of AI (2025) | Loren I. Shuster and David Green ??, How LEGO Integrates People, Places and Culture (Digital HR Leaders podcast, 2024) | Dave Ulrich, Talent Advantage = AI (Artificial Intelligence) * HI (Human Ingenuity): A Formula for Business and HR Leaders (2025) | McKinsey (Sandra Durth, Asmus Komm, and Charlotte Seiler), HR’s transformative role in an agentic future (2025) | Stanford (Yijia Shao, Humishka Zope, Yucheng Jiang, Jiaxin Pei, David Nguyen, Erik Brynjolfsson, Yang Diyi), Future of Work with AI Agents (2025)
Opportunity 2 (Elevate Strategic Workforce Planning into a Core Enterprise Discipline)
McKinsey (Neel Gandhi, Sandra Durth, and Vincent Bérubé, Charlotte Seiler, Kritvi Kedia and Randy Lim), The Critical Role of Strategic Workforce Planning in the Age of AI (2025) | Deloitte (Susan Cantrell, Russell Klosk (智能虎), Zac Shaw, Kevin Moss, Christopher Tomke, and Michael Griffiths), The Future of Workforce Planning (2025) | Ross Sparkman and David Green ??, How to Influence Business Strategy Through Workforce Planning, (Digital HR Leaders podcast, 2025) | David Edwards, The Strategic Workforce Planning Handbook (2026) | Gartner (Maggie Schroeder-O’Neal and Jonah Shepp), 3 Steps to Initiate a Strategic Workforce Plan (2024) | PwC, Saratoga Annual HR & Workforce Benchmarking Report (2025) | Diane Gherson, Lynda Gratton and David Green ?? - The Key Role of HR In Successfully Integrating a Blended Workforce (Digital HR Leaders podcast, 2024)
Opportunity 3 (Build a Dynamic Skills and Capability Ecosystem)
World Economic Forum (Neil Allison , Ximena Játiva, and Aarushi Singhania), Global Skills Taxonomy Adoption Toolkit: Defining a Common Skills Language for a Future-Ready Workforce (2025) | Lisa K. Simon, How Much Is a Skill Worth? (2025) | BCG (Vinciane Beauchene, Sylvain Duranton, Nipun Kalra, and David Martin), AI at Work 2025: Momentum Builds, But Gaps Remain (2025) | World Economic Forum ( Mario Di Gregorio, Genesis Elhussein, Ximena Játiva, Saadia Zahidi), New Economy Skills: Unlocking the Human Advantage (2025) | Amy Baxendale and David Green ??, How Arcadis is Building a Skills Powered Organisation (Digital HR Leaders podcast, 2025), Sandra Loughlin, PhD and David Green ??, Building a Skills-Based Organisation: Lessons from a 30-Year Journey(Digital HR Leaders podcast, 2024)
Opportunity 4 (Reshape Leadership for the Agentic Age)
BCG (Vinciane Beauchene, Orsolya Kovacs-Ondrejkovic and David Martin), As AI Changes Work, CEOs Must Change How Work Happens (2025) | Gartner, Top 3 Strategic Priorities for Chief HR Officers (2025) | Rebecca Hinds, PhD and Bob Sutton, The 5 AI Tensions Leaders Need to Navigate (2025) | Katarina Berg and David Green ??, The New CHRO-CEO Partnership: Leading with Insight and Humanity (Digital HR Leaders podcast, 2025)
Opportunity 5 (Strengthen Organisational Health, Fairness & Inclusion to Unlock Sustainable Performance)
McKinsey Health Institute and World Economic Forum (Barbara Jeffery, Brooke Weddle, Jacqui Brassey, PhD, MA, MAfN ?️? ?? (née Schouten) and Shail Thaker) - Thriving workplaces: How employers can improve productivity and change lives (2025) | Jan-Emmanuel De Neve, Micah Kaats and George Ward, Workplace Wellbeing and Firm Performance (2024) | Erin Meyer and David Green ?? - How to Bridge Cultures and Lead Global Teams for Success (Digital HR Leaders podcast episode, 2025) | Patricia Frost, Ruslan Tovbulatov, and David Green ??, The AI Pivot: Seagate’s Workforce Transformation in the Age of AI (Digital HR Leaders podcast, 2025)
Opportunity 6 (Reimagine Employee Experience for a Hybrid, AI-Augmented Workforce)
Deloitte (Susan Cantrell, David Mallon, Kevin Moss, Nicole Scoble-Williams GAICD, and Yves Van Durme), 2025 Global Human Capital Trends (2025) | Brian Elliott, Nick Bloom and Prithwiraj Choudhury, Hybrid Work Is Not the Problem — Poor Leadership Is (2025) | Michael Fraccaro and David Green ??, How Mastercard is Using AI to Drive Employee Success and Leadership Growth(Digital HR Leaders podcast, 2024)
Opportunity 7 (Scale People Analytics as a Strategic Intelligence Function)
Insight222 (Madhura Chakrabarti, PhD, Heidi Binder-Matsuo, Jay Dorio, and Jonathan Ferrar) Navigating AI & People Analytics from Ambition to Action: People Analytics Trends Report 2025–2026 (Available from January 15, 2026) | Thomas Hedegaard Rasmussen, Mike Ulrich, and Dave Ulrich, Moving People Analytics From Insight to Impact (2023) | Cole Napper, The Tree of Value (2025) | Dawn Klinghoffer and David Green ??, How Microsoft Uses People Data to Shape Flexible Working That Helps Teams Thrive (Digital HR Leaders podcast, 2025) | Amy Coleman, Flexible work update (Microsoft, 2025) | Sharon Taylor, Jaco Van Vuuren and David Green ??, Digitising HR for 55,000 Employees: Lessons from Standard Bank (Digital HR Leaders podcast, 2024)
Opportunity 8 (Embed Responsible AI & Workforce Governance)
Gartner (Helen Poitevin), AI in HR: Hits, Misses & Growing Pains (2025) | TI People, From AI Impact Assessment to Results (2025) | Amy Edmondson and David Green ??, How Learning to Fail Can Help People and Organisations to Thrive (Digital HR Leaders podcast, 2024) | Dr Tomas Chamorro-Premuzic and David Green ?? - Why Authenticity Is Overrated — and What Great Leaders Do Instead (Digital HR Leaders podcast, 2025)
Opportunity 9 (Elevate the CHRO as Enterprise Co-Pilot in Organisational Reinvention)
BCG (Julie Bedard and David Martin), Strategy and Soft Skills: What CEOs Should Look For in an AI-First Chief People Officer (2025) | Josh Bersin, The Pivotal Role Of Chief HR Officer in AI Transformation (2025) | Josh Bersin and Kathi Enderes, Secrets Of The High Performing CHRO (2025) | Eric Anicich and Dart Lindsley, Reimagining Work as a Product (2024) | Dave Ulrich, Dick Beatty, and Patrick Wright, The HR Inflection Points: What’s Next for HR and How to Respond (2025) | Janine Vos and David Green ??, The CHRO’s Playbook: How to Build an Agile and Data-Driven HR Function (Digital HR Leaders podcast, 2025)
Opportunity 10 (Reinvent the HR Operating Model and HR Capabilities for the Agentic Era)
Mercer (Emily Liddle, Jim Scully, Alexandra Zea, Jonathan Gordin, David Mitchell, Kristin Rhebergen and JESS VON BANK), Operating by Design: Mercer’s new outcome-driven operating model for HR and technology (2025) | McKinsey (Asmus Komm, Fernanda Mayol, Neel Gandhi, Sandra Durth, and Dr. Jasmin Kiefer), A new operating model for people management: More personal, more tech, more human (2025) | Volker Jacobs, AI is Reshaping the HR Operating Model: Here's What 15 Leading Companies Discovered (2025) | Volker Jacobs and David Green ??, How AI is Reshaping the HR Operating Model (Digital HR Leaders podcast, 2025) | Tanuj Kapilashrami, Ravin Jesuthasan, CFA, FRSA, and David Green ??, How to Build the Skills-Powered Organisation (Digital HR Leaders podcast, 2024)
What HR Must Become to Deliver These Opportunities
Jacqui Canney and Brandon Roberts, How to make AI work for people: A playbook for HR and business leaders (2025) | Insight222 (Naomi Verghese, Jonathan Ferrar and Jordan Pettman), Building the People Analytics Ecosystem Operating Model 2.0 Report (2024) | Insight222 (Naomi Verghese and Jonathan Ferrar), Upskilling the HR Profession: Building Data Literacy at Scale (2023) | John Golden, Ph.D., Alexis Fink, Steve Hunt, The Future of Work 2025: Why HR Holds the Pen to Rewrite the Playbook (2025) | Tima Bansal and Julian Birkinshaw, Why You Need Systems Thinking Now (2025) | Amy Edmondson and Dr Tomas Chamorro-Premuzic, The Perils of Using AI to Replace Entry-Level Jobs (2025) | Nickle LaMoreaux and David Green ??, How IBM Uses AI to Transform Their HR Strategies (Digital HR Leaders podcast, 2024), Thomas Otter and David Green ?? - AI in HR Tech: What Investors and Leaders Need to Know (Digital HR Leaders podcast, 2025)
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 120 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
MEET ME AT THESE EVENTS
I speak regularly at in-person and virtual events about people analytics, the future of work, and data driven HR. Below are the events I'm speaking at up to the end of May 2026:
February 25-26, People Analytics World, Zurich
March 17-19, Unleash America, Las Vegas
April 20-21, People Analytics World, London
May 18, Building Data Literacy in HR - Executive Masterclass, Warsaw
More events will be added as soon as they are confirmed.
THANK YOU
As the year draws to its close, I'd also like to thank a host of people: conference organisers that invited me to speak at their events in 2025, Digital HR Leaders podcast guests and sponsors and those that regularly share and comment on my content here. This is certainly not an exhaustive list but thank you to: Marc Coleman Jeremy Roden Barry Swales Louis Gordon Andreas De Neve ? Julius Schelstraete ? Tanya Arrowsmith Ben Harris Philip Arkcoll Parker Mitchell David Wilkins Julie Asselin Pushkaraj Bidwai Lewis Garrad Nick Lynn Anna A. Tavis, PhD Jeremy Shapiro Stela Lupushor Richard Rosenow Amit Mohindra Dan Riley Pietro Mazzoleni Dr Philip Gibbs Håvard Berntzen Even Bolstad Anne-Marie Andric Malgorzata SZARZEC Hung Lee Lucy Adams Maya Lane Deborah M. Weiss Matthew Bidwell Laura Zarrow Jennifer Neumann Ankita Jha Martha Curioni Sanja Licina, Ph.D. Serena H. Huang, Ph.D. Irada Sadykhova Irina Villacreces, M.S., SPHR, PMP Adam McKinnon, PhD. Hanadi El Sayyed Greg Newman David van Lochem Chin Yin Ong Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Siobhan Savage ?? Dave Fineman Ben Zweig Jeff Schwartz Fatma Hedeya Meg Bear Dominic Boon Philippa Penfold FCIPD Narelle Burke Geetanjali Gamel Jonathon Frampton Dan Lapporte Shujaat Ahmad Blaine Ames Chris Long Rob Baker, FCIPD, MAPP Perry Timms Alicia Roach Catherine de la Poer Jeff Wellstead Paola Alfaro Alpízar Marta Gascón Corella Sergio Garcia Mora Sebastian Knepper Sebastian Kolberg Timo Tischer Bob Pulver Seth Hollander, MBA Melissa Arronte Victoria Holdsworth Alexandra Nawrat Nima Sherpa Green Gianni Giacomelli Phil Kirschner Roxanne Bisby Davis Amelia Irion Ekta Lall Mittal Arne-Christian Van Der Tang Stacia Garr Priyanka Mehrotra Laurent Reich Paul Rubenstein Dirk Jonker Jacob Nielsen Patrick Coolen Jaap Veldkamp Anish Lalchandani Michael Arena Greg Pryor David McLean Kate Bravery Brian Heger Anita Lettink Alan Susi Gal Mozes, PhD Prasad Setty Henrik Håkansson Dr. Tobias Bartholomé Colin Fisher Jenny Dearborn, MBA Toby Hough Jodie Evans Katarina Coppé Jurgen Hofstede Don Dela Paz Andrés García Ayala Angela LE MATHON Oliver Kasper Daisuke Ikegami Elson P. Kuriakose Phil Inskip Sophia Huang, Ed.D. Søren Kold Asaf Jackoby Joonghak Lee John Gunawan Josh Tarr Phil Willburn Ying Li Prabhakar Pandey Delia Majarín Tina Peeters, PhD Agnes Garaba Nico Orie Kouros Behzad Andrew Pitts Kristin Saboe, Ph.D. Nicole Lettich Al Adamsen Maria Alice Jovinski Miriam Daucher Chris Hare Avani Solanki Prabhakar Alex Browne Jaejin Lee Kevin Oakes Todd Raphael Ian OKeefe Amanda Nolen Kevin Le Vaillant
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